►
Description
Hear from Victoria Vallance, Deputy Chief Inspector as she updates you on our current regulatory approach, including how we’re monitoring and prioritising inspections. And the next steps in developing our new regulatory model.
This webinar recording is aimed at those who work in ambulance, community health, hospice, hospital, independent healthcare, mental health community, mental health hospital and substance misuse services or organisations who represent them and other stakeholders.
View the Q&A in part two: https://youtu.be/894rmg-YJ4s
A
Good
morning
to
all
and
welcome,
and
thank
you
for
joining
us
today,
we're
going
to
be
thinking
about
cqc's
new
regulatory
model
during
the
course
of
the
next
hour.
My
name
is
victoria
valance
and
I
am
a
deputy
chief
inspector
here
at
the
care
quality
commission
and
I'll
be
taking
us
through
through
our
next
hour.
A
So
those
are
the
colleagues
in
the
background,
and
hopefully
you
will
meet
them
through
the
course
of
the
morning.
Just
a
few
housekeeping
esque
points
before
we
set
off,
if
that's
all
right,
so
we're
really
hoping
that
you
find
this
time
useful
and
productive,
we're
not
anticipating
any
technology
for
power,
but
please
bear
with
us
these
things
do
happen,
so
we'll
resolve
anything
as
quickly
as
we
can.
A
If,
if
we
do
face
any
challenges
we'll
be
doing
our
best
to
stick
to
time
and
the
way
this
webinar
is
set
up,
only
the
webinar
member,
so
that's
myself
at
the
moment,
will
be
able
to
speak
so
it's
kind
of
one
at
a
time
on
screen.
So
that's
to
accommodate
the
numbers
of
colleagues
that
we're
expecting
to
attend
the
call,
if
that's
okay,
but
please
do
use
the
chat
function,
hopefully
you're
all
familiar
with
chat
facilities,
it
should
be
to
the
side
of
the
screen.
A
Please
do
ask
any
questions
any
comments
and
we
will
be
turning
to
those
as
we
reach
the
time
for
discussions
after
the
snides
for
your
information,
this
webinar
will
be
recorded
uploaded
to
our
youtube
channel
and,
lastly,
the
slides
will
be
sent
to
you
after
the
event,
so
no
need
to
frantically
take
notes
and
we
will
be
sharing
the
recording
with
all
okay
off
we
go.
So
the
running
order
for
the
morning
is
to
talk
to
a
recap
around
cqc's
strategy.
A
A
I
will
talk
to
you
then
around
some
of
our
plans
for
our
single
assessment
framework
and
finally,
as
I
say-
and
I'm
really
keen
to
get
to
this
part
where
we
can
open
up
for
discussion,
hear
your
comments,
take
any
queries
and
questions
that
you
have
so
I
hope
that
sounds
okay
plan
for
the
next
55
minutes
there.
So
without
further
ado,
if
we
can
move
on
so
our
strategy,
we
are-
and
we
hope
to
continue
to
be
extremely
ambitious.
That
means
we
are
changing
the
way
that
we
regulate.
A
It's
all
about
our
role
to
improve
care
and
services
for
everyone.
We
want
to
be
more
relevant
to
the
way
that
care
is
delivered,
and
indeed,
we
want
to
be
more
flexible.
We
want
to
manage
risk
and
uncertainty
in
a
more
mature
way
and
we
want
to
be
able
to
respond
quicker
more
proportionately
and,
importantly,
to
all
of
you.
I
know
this
last
one.
We
want
to
keep
our
ratings
up
to
date.
A
A
We
also
know
that
we
want
to
be
needs
to
be
smarter
in
the
way
that
we
work
to
make
better
use
of
data
and
insight
using
the
best
available
methods
to
gather
our
evidence
and
indeed
interpret
our
evidence
towards
judgments,
and
this
is
our
new
strategic
direction,
as
the
health
and
care
environment
continues
to
always
will
continue
to
evolve.
So
that's
the
big
picture
scene
on
the
strategy
we
can
move
on,
please,
okay,
so
our
current
regulatory
approach
and
you'll
all
be
familiar
with
some
of
this.
A
But
what
does
that
mean
aware
of
the
audience
here?
So
what
does
that
mean
in
terms
of
inspection
priorities
for
acute
services?
First
of
all,
it
means
that
at
the
moment,
we're
prioritizing
those
services
never
inspected,
so
the
services
where
we
have
the
power
to
rate,
particularly
where
the
provider
was
registered
prior
to
2019..
A
Equally,
we've
been
undertaking
our
direct
monitoring
approaches
for
services,
especially
around
our
independent
provider,
portfolios
and,
as
highlighted
that's
around
us,
addressing
particularly
some
of
those
services
that
we
have
not
touched
or
rated,
and
since
since
registration
prior
to
2019
and
again,
we've
restarted
the
urgent
and
emergency
care
programs.
That's
across
the
place,
thinking
to
all
providers.
A
A
Again,
it's
the
services
that
we've
never
inspected
but
do
have
a
power
to
rate
and
equally
two
additional
elements
to
our
work.
Here,
we've
continued.
Our
mental
health
act
review
work
so
any
of
those
mental
health
reviews
that
we
planned
all
gone
ahead.
We've
continued.
Our
second
opinion
appointed
doctors
work
and
then
lastly,
we
again
in
this
sector,
have
focused
some
of
our
attention
on
direct
monitoring
again
a
lot
of
activity
here
across
our
independent
providers.
A
Okay,
so
our
next
slide.
This
is
all
about
our
model
now
and
what
some
of
the
changes
might
feel
like
in
the
future.
We
know
it's
really
helpful
to
see
how
the
future
can
relate
to
what
we've
been
doing
over
the
last
space
circa,
eight
years
or
so,
and
that's
what
everybody
here,
I'm
sure
is
familiar
with,
so
some
examples
of
what
could
feel
different
in
terms
of
our
assessment
framework.
A
At
the
moment
we
have
three
different
frameworks
and
those
are
for
registration,
health
and
adult
social
care,
and
they
cover
the
five
key
questions
we're
all
familiar
with
those,
but
they
are
due
duplicative
across,
particularly
the
key
lines
of
enquiry
and
they're
not
wholly
relevant
as
they
now
need
to
be
to
help
and
care
in
the
world
for
today.
So
what
will
that
look
like
in
the
future?
A
What
we
look
at
won't
change
through
the
framework
significantly,
but
how
we
do
it
will
feel
very
different.
So,
for
example,
our
singular
first
assessment
framework
now
is
built
on
those
five
key
questions
and
that's
what
we
use
to
set
our
view
of
quality
and
make
the
judgments
that
we
make.
Our
current
frameworks
are
made
up
of
70
pages.
I'm
sure
you've
touched
them
depending
which
sector
you're
representing
today,
but
there's
an
awful
lot
of
detail
across
our
various
frameworks.
A
70
pages
is
the
kind
of
baseline
average
ratings
characteristics
you
can
see
in
there
and
together
around
335
key
lines
of
inquiry
and
prompts
so
and
I'm
hoping
that
those
numbers
flag
the
facts
that
we
really
need
to
simplify
these,
not
just
for
colleagues
in
cqc
again,
this
is
about
making
it
simple,
easy
to
understand
and
transparent
for
providers.
Importantly
and
people
who
use
services,
so
our
single
assessment
framework
will
be
used
from
the
point
of
registration
right
through
through
ongoing
assessment
and
ultimately
for
the
rating
of
our
providers.
A
As
we've
developed,
our
framework
we've
looked
to
we've
drawn
upon
the
previous
work
of
think
local
act
personal.
So
it's
a
t-lap
work
and
that's
the
the
work
arising
of
the
shared
approach
between
national
voices
and
the
coalition
for
collaborative
care
and
I'm
hoping
everybody's
familiar
with
this
we'll
come
on
and
show
you
some
examples.
A
So
don't
worry
if
you're
not,
but
it's
all
about
making
it
real
and
importantly,
the
making
it
real
approach
sets
out
what
good
and
outstanding
person-centered
care
looks
like
for
people
using
services
I'll
come
back
to
that
one.
A
little
bit
later
and
much
of
the
assessment
framework
will
feel
very
familiar.
We're
not
reinventing
the
wheel
in
what
we
look
at,
but
it
needs
to
be
delivered
differently.
It
needs
to
be
applied
differently
and
the
process
for
how
we
apply
the
framework
will
feel
different.
A
So
another
example
you'll
be
familiar
with
us
talking
about
monitoring
inspecting
rating
as
different
steps.
We
see
them
as
distinct
elements
of
the
model
currently
and
we
inspect
a
set
point
in
time,
based
mainly,
as
you
all
know,
on
a
previous
rating
in
the
future.
We're
moving
away
from
that
approach.
We
don't
want
to
be
separating
and
and
singling
out
what
we
know
through
monitor,
inspect
and
rate.
A
Instead,
we
want
to
use
all
of
the
information
that
we
receive,
collect
and
analyze
to
assess
providers
more
frequently
without
and
importantly
here
being
set
to
tight
days.
It's
all
about
the
insight.
What
is
it
telling
us
what's
proportionate
and
what,
and
when
is
the
right
action
so
that
information
will
come
from
multiple
sources
and
be
gathered
in
a
variety
of
ways?
Our
operational
colleagues,
that's
teams!
You
might
currently
think
to
us
our
inspectors.
They
will
continue
to
play
a
key
role
in
increasing
the
flow
of
information
into
our
future
regulatory
platform.
A
Our
colleagues
will
have
greater
ability
to
identify
the
best
cause
of
action,
so
it's
really
targeted.
It's
really
appropriate
to
what
the
data
is
telling
us,
and
it
could
be
that
they're
working
in
a
local
area
even
to
find
out
more
information
or
schedule
a
particular
night
visit
and
to
a
service,
observe
care,
speak
to
staff,
etc.
There's
lots
of
different
ways
that
we
will
be
out
and
about
crossing
thresholds.
A
It's
important
to
note
that
in
services,
where
there's
a
higher
likelihood
of
a
close
culture,
developing
that
we
will
be
prioritizing
those
services
for
the
site,
visits,
more
flexibility
and
improved
prioritization
across
all
services
means
that
we
can
focus
our
activity
where
it's
most
needed
right
so
next
and
be
categorizing
and
scoring
evidence.
So
at
the
moment
we
make
judgments
against
the
ratings
characteristics
and
then
our
key
questions
ratings
aggregate,
particularly
thinking
here.
There's
lots
of
reps
from
nhs
trust.
Isn't
there?
A
A
We
want
our
ratings
to
better
reflect
the
care
that
people
are
receiving
and
be
clearer
about
provider
or
services
in
terms
of
how
they
sit
within
the
bands
of
those
ratings
and
to
address
this
we're
developing
a
way
to
categorize
and
score
our
evidence
as
part
of
those
assessments
in
terms
of
reporting
and
the
outputs
of
our
assessments.
At
the
moment
you
will
all
be
familiar.
We
have
long
pdf
reports,
they're,
not
accessible,
they
take
an
enormous
amount
of
time
for
us
to
write,
and
indeed
for
the
public
to
read
so
in
the
future.
A
We
want
to
move
away
from
those
long
pdfs
and
we
we
know
they
don't
work
for
the
public
and,
importantly
for
you
as
providers,
then
they're
inaccessible
and
they're
not
fit
for
what
people
are
expecting
from
us.
So
we'll
be
able
to
give
a
much
more
up-to-date
view
of
quality
through
this
entire
new
model.
A
The
last
point
here
is
that
our
benchmarking,
through
the
regulatory
platform,
through
the
data
and
insight
that
we
will
hold,
means
we'll
be
able
to
help
providers
improve
using
the
functionality
of
the
provider
portal,
rather
than
publishing
that
online
so
more
to
come
on
that
one
now,
if
we
could
move
the
slide
on
colleagues,
thank
you,
okay.
So
I've
talked
a
little
bit
about
the
single
assessment
framework,
so
this
is
this
is
about
what
that
looks
like
so
a
bit
more
detail
here.
A
As
I
say,
it's
built
on
our
five
key
questions
and
our
well-known
ratings
scoring
system,
it's
what
we
use
to
set
out
our
view
of
quality
and
make
our
judgments
I
mentioned
before
that
we've
drawn
on
the
work
done
previously
by
think
local,
personal,
national
voices
and
the
coalition
for
collaborative
care,
making
it
real.
They
co-produced
a
personalized
care
and
support
framework
and
we're
using
it.
A
It
can
be
used
really
well
by
people
who
work
in
adult
social
care,
health,
housing
and
indeed,
people
who
use
services
because
it
sets
out
what
good
and
outstanding
person-centered
care
looks
like
and
what
people
should
expect
from
providers,
commissioners
and
importantly
system
leaders,
so
they
think
local
act,
personal
they're,
making
it
real.
It
focuses
around.
I
statements
we
statements
as
the
starting
point
and
that's
how
we're
using
them
through
our
assessment
framework,
taking
the
important
step
for
us,
therefore,
towards
truly
regulating
through
the
eyes
of
the
public
using
services.
A
As
the
statements
encapsulate
the
views
and
expectations
of
real
people,
we
feel
that
we're
giving
them
a
really
prominent
place,
then,
in
our
single
assessment
framework,
focusing
on
the
whole
health
and
social
care
system
and
how
it's
working
together
to
meet
the
needs
for
people.
So
a
really
human
and
relatable
approach
here.
A
A
The
evidence
categories
will
bring
more
structure,
more
transparency
and
more
clarity
in
our
process
for
assessing
quality
those
six
categories.
You
can
see
them,
there
are
people's
experiences,
feedback
from
staff
and
leaders,
observations
of
care,
feedback
from
partners,
processes
and,
indeed,
importantly,
outcomes
of
care.
A
So
to
enable
us
to
be
clearer,
with
providers
and
the
public
about
how
we
use
the
information
we
have,
we
will
set
out
what
evidence
will
be
required
for
each
service
type
at
each
level,
including
registration
in
many
ways.
This
will
be
the
data
and
evidence
already
familiar
to
you
as
providers
and
to
our
inspectors,
but
by
bringing
those
six
categories
together
and
setting
what
we
always
need
to
collect
to
make
a
decision
alongside
the
way
of
scoring
evidence,
we'll
be
able
to
bring
a
more
structured
and
consistent
framework
for
assessing
quality.
A
Okay.
If
we
move
on
to
the
next
slide,
this
is
our
yeah.
This
is
some
examples
on
the
statement,
so
we've
got
the
I
statement,
the
people,
the
person
view
and
the
we
statement,
which
will
always
be
the
provider
or
indeed
the
system,
leadership
use
I'll
I'll.
Give
you
a
a
minute
to
read
those
yourselves.
These
are
clearly
around
effective
care
planning.
A
Okay,
so
you
can
see
how
the
bar
is
set
there
through
the
use
of
those
quality
statements
perspective
of
people
through
I
and
providers
and
systems
through
we,
so
we're
looking
forward
to
introducing
our
quality
statements
next
slide.
Please,
okay.
I've
touched
on
this
briefly
through
some
of
the
previous
slides,
but
a
bit
more
here
about
our
oversight
of
systems
and
some
of
the
ambitions
in
our
shaping
up
of
approaches
and,
as
I
say,
we're
developing
our
single
assessment
framework.
A
So
it
can
be
applied
flexibly
to
meet
different
requirements,
and
that
means
it's
about
meeting
requirements
at
provider
level,
social
care,
health,
but
equally
and
importantly,
it
can
be
applied
for
local
authorities
and
integrated
care
systems.
So
a
little
bit
more
on
those
and
so
for
iecs's
integrated
care
system
systems.
A
A
So
we
know
that
there's
other
regulatory
bodies
we
do
need
to
flag
here,
specifically
nhs
england,
an
improvement
of
course
who
have
oversight
responsibilities
for
ics's.
So
I
do
want
to
vlog
loudly
we're
all
working
together
to
make
sure
we're
aligned
and
reducing
our
burdens,
duplication
and
then
so
what
about
our
approach
for
local
authority
assurance
and
the
assessments
that
we're
thinking
to
in
that
space?
It
will
all
be
around
how
and
what
approaches
look
like
to
work
with
people.
A
So
that's
around
assessing
people's
needs,
supporting
people
to
live
healthier
lives
through
prevention
and
thinking
about
well-being,
sharing,
information
and
advice.
Early
again,
it
will
be
around
how
support
is
provided
specifically
by
integrated
ways
of
working
and
with
partners
across
the
wider
area,
we'll
be
thinking
about
ensuring
safety
so
safeguarding
safe
systems,
continuity
of
care
and,
again,
we'll
be
thinking
about
leadership.
So
it's
governance,
learning,
improvement
innovation,
each
of
these
themes
to
flag
again
each
of
these
themes
will
have
several
quality
statements.
A
I
statements,
for
example,
within
them,
so
choice,
control
personalization
are
threaded
through
our
entire
framework
and
approach
is
always
around
what
is
a
local
authority?
What
is
a
system?
What
is
a
place
doing
to
understand
the
needs
of
its
population
and
plan
accordingly
to
meet
those
okay.
Next
slide,
I
think,
is
about
what
next
yeah
so
there's
lots
of
ambitions
in
there
again,
I'm
looking
forward
to
the
discussion
so
for
us
and
to
deliver
this
the
wider
ambitions
of
our
strategy,
our
new
regulatory
model.
We
need
to
organize
ourselves
differently.
A
So
what
does
that
mean?
We're
exploring
how
our
internal
colleagues
can
work
in
multi-disciplinary
teams
in
the
future?
At
the
moment
you
will
know
our
teams
work
either
in
hospitals,
directorate,
the
adult
social
care
director,
or
indeed
the
primary
medical
services
and
integrated
care
director,
but
we
see
multi-disciplinary
teams
working
more
flexibly,
drawing
on
the
variety
of
expertise
that
the
team
brings
together,
forming
a
view
of
quality
of
care
in
an
area
so
that,
ultimately,
they
can
respond
more
quickly
to
high-risk
issues,
explore
complex
services
together
and
think
about
that
whole
system
working.
A
We
will
continue
our
engagement,
some
events
such
as
these,
and
we
will
start
a
scenario
test.
Importantly,
thinking
to
the
regulatory
model,
with
providers
we'll
continue
to
share
opportunities
of
where
you
can
support
us
when
those
opportunities
arise
and
we'll
keep
you
informed
of
the
details
in
terms
of
any
roll
out
so
any
and
final
planning
to
introduce
our
new
models.
So
that's
it
in
terms
of
next
steps.
A
A
Experience
thoughts
contribute
to
discussions.
Indeed,
sometimes
it's
about
reviewing
documents
taking
part
in
a
poll
or
survey
or
contributing
on
an
idea
board,
there's
loads
on
our
citizen
lab.
Please
do
access!
If
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